PROFILE AND KEY SKILLS

 IP Commercialisation planning and strategy Business start up from inception and professional team formation. Long-term strategic planning. Strategic marketing and management. Differentiated marketing and advertising policy. Crisis management, liaising legal, accounting and administration to meet business objectives. Business model optimization in order to maximize operational profit. Ability to work in a highly competitive and unstable environment. Efficient manager with good organizational skills, knowledge and experience in restructuring and development of financial, systematic and accounting functions of the company.

WORK EXPERIENCE

 Developing Company’s Strategic Directions and Board Strategic Aims and Objectives. Designing and Providing Strategic Management and Marketing to creation of Excellence in technology development and Company's product market positioning. Intellectual Property Development to achieve the strong and exclusive position of the Company in the world market. Creating a unique appeal and value in investor relations and relations with orders and subcontractors. Strategic and Project Alliance Opportunities. Planning and managing negotiations related to mergers, acquisitions and creation the major Company’s Assets. Investment Management. Leading, managing and developing Investor Relations to ensure smooth business development and the milestones strategy. Risk Management and analysis of competitive, technological, internal and external market and political trends to achieve the Board’s strategic aims and objectives. Designing and developing the company structure. Implementing administrative, financial and operational control and guidelines for use by staff in the organization. Designing and developing the organisation’s financial budgets to achieve Board priorities and objectives. Internal Control of the company. Project Management. Allocation vital for the company development tasks and aims into separate Projects. Personal control over their administration and coordination operating. Responsible for implementing the company’s policy and strategic objectives as defined by the Board of Directors Continuous Disclosure, Establishing Policies

Significant achievements:

 Creation of database of ASSETS. ADGEX fully acquired Exclusive Rights of 14 “Know How” in domains of Energy, Electronics, Machinery, Metallurgy, Construction, Natural Resources and Infrastructure. Elaboration of the EXIT STRATEGY & CAPITALIZATION GROWTH from 2017-year profitable projects to large scale operations globally. Design and creation of powerful the Corporate Structure relating to the business operations of ADGEX with 7 independent Divisions, each of them in charge of specific business area. Launching to the international market a range of unique products that have no competitors. 28 of May 2013 in Geneva, Switzerland, ADGEX Limited was nominated with UPRAIL for the title of "Excellence in Innovation for Eco-transport" of the Golden Chariot" International Transport Awards. Engagement of investment services with clear path to IPO in 2017.

 Developing Company’s Strategic Directions and Board Strategic Aims and Objectives. Designing and Providing Strategic Management and Marketing to creation of Excellence in technology development and Company's product market positioning. Intellectual Property Development to achieve the strong and exclusive position of the Company in the world market. Creating a unique appeal and value in investor relations and relations with orders and subcontractors. Strategic and Project Alliance Opportunities. Planning and managing negotiations related to mergers, acquisitions and creation the major Company’s Assets. Investment Management. Leading, managing and developing Investor Relations to ensure smooth business development and the milestones strategy. Risk Management and analysis of competitive, technological, internal and external market and political trends to achieve the Board’s strategic aims and objectives. Designing and developing the company structure. Implementing administrative, financial and operational control and guidelines for use by staff in the organization. Designing and developing the organisation’s financial budgets to achieve Board priorities and objectives. Internal Control of the company. Project Management. Allocation vital for the company development tasks and aims into separate Projects. Personal control over their administration and coordination operating. Responsible for implementing the company’s policy and strategic objectives as defined by the Board of Directors Continuous Disclosure, Establishing Policies

Significant achievements:

 Commercial project in India with Jindal Steel and Power Limited (JSPL). JSPL is one of India's major steel producers with a significant presence in sectors like Mining, Power Generation and Infrastructure. The potentially cost of project around the $100 million mark. The current value of the Intellectual Property to STS's balance sheet is € 206,570,000. Engagement of investment services with clear path to IPO in 2013.

12/2007 – 03/2009

MIRAX GROUPBased as group of International Public Companies. Registered address: Moscow, Russian federation.

Business turnover:

$2.0 billion

Position:

Vice PresidentI was nominated on this position, when I have won the international competition for the vacancy of top managers of the Mirax Group among the 2,800 international participants during half year.

Industry:

Real Estate Development. Leader in the construction market in Moscow. International projects in 16 countries.

Managing Employees:

In excess of 1500 subordinates employees reporting

Project ManagementExperience:

 Federation Tower (Tallest high-rise building in Europe) Mirax Plaza (Large multi building development up to 47 levels high) Kutuzov’s Mile (Realisation of “City within the City” concept) Mirax High Rail System. Connecting “Moscow City” (US$ 12 billion project) with the major transport flows by shifting over the Moscow River and major multilevel motorways.

Key Points(Main Duties):

 Creation of new business units in the Corporation structure on the instructions of the Board of Directors. Designing Competitive strategies for new founded subdivisions. Strategic and Project Alliance Opportunities. Responsible for negotiating, planning and directing negotiations related to mergers, acquisitions or the sale of major assets. Collaboration with Federal and Municipal Governance Authorities Developing and Creation of Mirax Logistic Centre to effective coordination and reducing cost of construction materials for Mirax own companies and subcontractors. Project management of four projects and their organization, planning, administration, operating and coordination of human and material resources. Risk Management and analysis of competitive, technological, internal and external market and political trends to achieve the Board’s strategic aims and objectives. Creation and management of non-core assets of the corporation. Development of Innovative Projects. Creation of administrative structure incorporating vertical and horizontal controls and improving Board governance. Reporting directly to the Executive Chairman and Owner of the business. Representing the Mirax Group in negotiations, and at conventions, seminars, public hearings and forums, and promoting existing and new programs and policies. Attending to legal, accounting and corporate adviser partners Continuous Disclosure, Establishing Policies

Significant achievements:

 Creation of industry leading construction division that won contracts for majority of premier construction sites in Moscow. Deployment and training of leading specialists, implementation of JIT techniques and flexible engagement of suppliers enabled reduction in Capital Cost by 30% and reduced construction time.

 Created Mirax Logistic Centre. Centralisation of supply enabled to reduce Operating Cost by 20% and cost of materials by 10% and more. This was achieved trough optimisation of logistics chains, routing and centralisation of control functions

 Integration of innovative projects in company’s portfolio. Creation of 2 new entities that entered market with innovative and highly desirable products. Organisation of entire cycle from R&D to serial production Implementation of feedback system from clients and suppliers. Creation of operational working group to provide immediate response and incorporate optimised processes into regular corporate policies.

04/2007 – 12/2007

CV PROTEC CJSCBased as group of Public Companies. Registered address: Moscow, Russian federation.

Business turnover:

$1.5 billion

Position:

Director of Ulyanovsk Branch

Industry:

One of the Russia’s largest distributors of the pharmaceutical preparations and health and beauty goods

Managing Employees:

In excess of 80 subordinates employees reporting

Key Points(Main Duties):

 Developing Branch Strategic and Marketing Directions in total and Strategic Aims and Objectives. Designing and Providing Strategic Management and Marketing for Divisions. Strategic and Project Alliance Opportunities for Branch and Collaboration with others braches. Leading, managing and developing Government Relations to ensure government business. Risk Management and analysis of competitive, internal and external market to achieve the Board’s strategic aims and objectives. Redesigning the Branch structure to achieve more efficient operating return on each employee. Implementing administrative, financial and operational control and guidelines for use by staff in the organization. Designing, developing and managing the branch’s financial budgets to achieve Board priorities and objectives. Internal Control of the company. Responsible for implementing the company’s policy and strategic objectives as defined by the Board of Directors. Continuous Disclosure, Establishing Policies.

Significant achievements:

 Ulyanovsk Branch becomes the most profitable branch in the company during 7 months. This due to build from scratch marketing strategy based on client base differentiation by pricing and product sensitivities. Optimisation of organizational structure consistent with company’s strategy. This resulted in increased by 70% turnover while relaying on 20% smaller workforce.

07/2006 – 03/2007

AUTORAY LTDBased Private Company, Ulyanovsk, Russian Federation

Business turnover:

$100 million

Position:

Marketing Director

Industry:

Wholesale and retail sales of motor vehicles and parts, automobiles.

Managing Employees:

In excess of 500 subordinates employees reporting

Key Points(Main Duties):

 Optimization of Company business model and business processes. Company strategic marketing planning. Strategic analysis of competitive, technological, internal and external market trends to achieve the Owner’s strategic aims and objectives. Formation of complex competitive product capacity of the company. Differentiated marketing and advertising policy of the company to achieve the better profit financial results. Report directly to the Owner of the business Company logistics development

Significant achievements:

 Creation of international client network in direct sales, service and guaranteed service in automobile industry. Creation of company’s logistics control system. Created from scratch systematic business processes architecture. This enabled to conduct processes analysis, identify shortcomings and inefficiencies. This really spelled creation of new company with new organisational structure. Company's turnover has increased more than 1.5 times, and parallel OPEX has decreased by 1.5 times.

 Developing Company’s Strategic Directions Creation of accounts portfolio Implementation of marketing policies Risk Management and analysis of competitive, internal market to achieve my own strategic aims and objectives Designing, developing and managing the company’s financial budgets. Financial control and processes optimization. Designing and developing the company structure. Implementing administrative, financial and operational control and guidelines for use by staff in the organization.

Significant achievements:

 Creation of internal client network in direct sales, service and guaranteed service in Company activities. Successful competition among the federal big retail chains.